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METRO GROUP : ANNUAL REPORT 2011 : STRATEGy
→ Strategic PoSitioning of Metro grouP
wholesale business. We implement these measures in a
targeted manner and based on clear priorities to achieve fast
effectiveness. In the process, we draw on the proven instruments
that we have introduced in the context of our valueenhancing
programme shape 2012.
grow
The aim of the transformation of our sales divisions is to
achieve sustained enhancements in the attractiveness of
our product and service offers to our customers. In this
way, we create growth impulses in all business areas and
thus underscore our competitiveness. We believe that sustained
like-for-like growth is a key precondition of the longterm
success of our sales divisions. We have made this
objective one of our top priorities. To achieve this, we are
prepared to make targeted investments in new product and
service offers as well as selective investments in our sales
divisions’ price level.
improve
We undertake all necessary efforts to secure the economic
viability of our growth plans. This means that we continually
increase our cost efficiency and our cash flow. our underlying
conviction is that continuous improvement processes must
also be a core component of the business model of retail and
wholesale companies. permanent cost optimisations are a
key element here. We will also undertake every possible
effort in terms of Customer value to avoid unnecessary costs.
only that will allow us to invest in the creation of added value
for our customers while also stabilising and increasing our
long-term earnings strength. Cash flow optimisation is
another top priority because this is the key funding source of
our investments. as a retail and wholesale group, we focus
on all areas of cash flow optimisation and intend to markedly
increase our cash flow in the coming years.
Expand
The past years’ strong internationalisation continues to offer
us extraordinary growth opportunities. We see excellent
possibilities for expanding our presence in many countries
where MeTRo GRoUp does business. This applies above all
to the regions of eastern europe and asia. We will continue
our targeted expansion in these regions while markedly
increasing the efficiency of our investments. We plan a substantial
increase in total investments based on our cash flow
to ensure that we can rigorously tap existing opportunities
for expansion.
innovate
In an era of global interconnectedness and ever-shorter
product cycles, our customers’ requirements will evolve
much more dynamically. We regard this as both a challenge
and an opportunity that we rigorously face up to. To this end,
we intend to continue to strengthen our organisation’s innova -
tive strength and tap the broad expertise available across
our international Group. In addition, we engage in select
innovation networks to better influence and exploit changes
in our environment.
MeTRo GRoUp’s innovation management is discussed on
pages 122 through 124.
sustainability
→ p. 046
our economic growth targets are compatible with social and
environmental needs. We have firmly integrated the principle
of sustainability into our business strategy. We are active
along the entire supply chain, especially in those areas where
we exercise direct responsibility and can contribute our
expertise. as a result, we can optimally tackle global challenges
regarding food safety, conservation of resources,
demographic change and sustainable consumption. For this
reason, our sustainability management involves the four
areas of activity of “supply chain and products”, “energy and
resource management”, “employees and social affairs” and
“social policies and stakeholder dialogue”.
MeTRo GRoUp’s sustainability management is discussed on
pages 125 through 138.